Analysing sustainability changes in seaports: Experiences from the Gävle Port Authority

Lozano, Rodrigo; Fobbe, Lea; Carpenter, Angela; Sammalisto, Kaisu

doi:10.1002/sd.1913

Cited by 34 publications

(28 citation statements)

References 33 publications

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“…Even if there is a clear commitment to make the change happen, it cannot be successful unless the end goal is specified and the underlying vision is clear to all stakeholders involved in the process [14]. Not only does a lack of clear vision affect the implementation of the organisational change, but it also negatively impacts the organisation's image from an outside perspective.…”

Section: C) Lack Of Clear Visionmentioning

confidence: 99%

“…Adopting circular business models usually promises more long-term benefits rather than short-term profits. Commonly, the most efficient changes are driven by high short-term outputs because they are more rewarding and motivating [14,69]. Similarly, the lack of economic incentives is a main hindrance towards a CE in the agricultural sector as circular products are yet to be as competitive as traditional ones [75,76].…”

Section: D) Lack Of Communication Many Change Efforts Have Failed Because the Leadership Teammentioning

confidence: 99%

“…Similarly, the lack of economic incentives is a main hindrance towards a CE in the agricultural sector as circular products are yet to be as competitive as traditional ones [75,76]. b) Lack of financial resources Most organisations lack access to financial resources [14,64,65,77]. The expenses that organisations cannot afford consist of research and innovation, the acquisition and integration of new technology, the training of staff members, major structural changes, and the education of stakeholders, which takes up high advertisement and information costs.…”

Section: D) Lack Of Communication Many Change Efforts Have Failed Because the Leadership Teammentioning

confidence: 99%

“…In the agriculture sector, the lack of financial resources is also one of the main challenges to implement circular principles since both the development and use of sustainable materials imply high investment and an increase in costs [78]. c) Risk of investments Implementing the CE requires extensive financial support and the belief in the economic success of the circular business model so that organisations are willing to invest in spite of high upfront costs [14]. Overall, few stakeholders and shareholders have embraced the benefits of a CE yet.…”

Section: D) Lack Of Communication Many Change Efforts Have Failed Because the Leadership Teammentioning

confidence: 99%

“…Studies have found that organisational barriers are more significant than individual barriers towards a CE [14]. Such organisational barriers mainly include the resistance to change that emerges during transformations [15].…”

Section: Introductionmentioning

confidence: 99%

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The ‘3CE2CE’ Framework—Change Management Towards a Circular Economy: Opportunities for Agribusiness

et al. 2021

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For the transition towards a circular economy (CE), organisations have to be prepared to adapt to major changes. Thus, the concept and implementation of change management (CM) will be essential to an organisation’s success during this transformative period. Studies have shown that organisational CE barriers were more significant than individual CE barriers. To overcome such obstacles, the most appropriate set of managerial practices should be carefully considered. These barriers also have the potential to influence the agricultural sector, which seeks to adopt more sustainable ways of production. The goal of this paper is to propose a solution framework based on CM strategies to overcome organisational challenges posed by a CE, especially for agribusinesses. To accomplish this objectively, a systematic literature review and a content analysis were conducted. The common errors in CM within the implementation process and the main CE barriers were identified and classified. An in-depth analysis of the issue’s roots led to a solid understanding of how to tackle such CM problems. This paper presents an overview of organisational CE barriers verified in the agricultural context, the common errors in CM, and the correlation between these findings. The two areas were then combined in a matrix that shows the connection between common errors in CM errors and CE barriers. Based on this result, a solution framework called 3CE2CE was developed that provides a step-by-step guide on how organisations can successfully undergo transformation processes towards a CE with the principles of CM.

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Section: C) Lack Of Clear Visionmentioning

confidence: 99%

Section: D) Lack Of Communication Many Change Efforts Have Failed Because the Leadership Teammentioning

confidence: 99%

Section: D) Lack Of Communication Many Change Efforts Have Failed Because the Leadership Teammentioning

confidence: 99%

Section: D) Lack Of Communication Many Change Efforts Have Failed Because the Leadership Teammentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The ‘3CE2CE’ Framework—Change Management Towards a Circular Economy: Opportunities for Agribusiness

et al. 2021

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Barriers of social sustainability: an improved interpretive structural model of Indian textile and clothing supply chain

Shaw

Majumdar

Govindan

2022

Sustainable Development

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Social sustainability, the social dimension of sustainable development goals (SDGs), is getting increasing attention in recent years. The issues of social sustainability are very challenging in the textile and clothing supply chain especially in emerging economies. This article proposes a modified fuzzy interpretive structural modelling (fuzzy ISM) for analysing the contextual relationships among the barriers of social sustainability. Twenty barriers are shortlisted based on review of literature and experts' opinion. The contextual relationships among the barriers are captured in form of linguistic ratings given by the experts. Using the modified fuzzy ISM method, an eight‐level hierarchical model is developed. The lack of consumer awareness is found to be the most important driving barrier. The other important driving barriers are lack of strict implementation of government laws and regulation, and lack of financial support from the Government and trade bodies. This study shows that the issues of social sustainability in the textile and clothing supply chain can be addressed by increasing consumer awareness, coercive pressure from the regulatory bodies, and financial aids and incentives to supply chain partners. This study contributes to the methodology by developing an improved interpretive model of decision making. The hierarchical and contextual relationships among the social sustainability barriers have been deciphered. The study also utilises organisational change management theory to address the barriers of adoption of social sustainability. Outcome of this research will be useful to frame strategies to implement social sustainability in textile and clothing supply chain.

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Port Authority of Cartagena: Evidence of a Sustainability Balanced Scorecard

Suárez-Gargallo

Zaragoza‐Sáez

2023

Sustainable Development

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This paper provides a deeper understanding to the development and implementation of a Sustainability Balanced Scorecard in the Port Authority of Cartagena, under exploratory research. Open‐access documents available on different websites were used as data sources combined with semi‐structured personal interviews, which took place at the highest level of the organisation from September 2021 to December 2022. The strategy developed by this government unit has changed over the years, until 2018 when a new review, led by the Planning and Management manager, established a turning point in its sustainable strategy with the introduction of the Balanced Scorecard, resulting in a major internal change for the organisation. The creation of the Strategy Planning Office, external advice from strategy‐expertise consultants, IT solutions acquisition adapted to the new scenario, and several internal organisational changes, have been vital in this successful process. The Balanced Scorecard has been shown to be helpful in disseminating the sustainable strategy at all levels of the company: environmental and social actions were confined for years to the Sustainability Department, functioning as isolated actions, but now, they have reached the strategic level involving the whole organisation as part of the company's strategy. This successful process has put this organisation at the forefront of other Spanish ports, providing other port authority managers with a useful framework that can help them in their attempt to implement sustainable strategies by using the Balanced Scorecard—a framework not only valid for ports but which can also be extended to other government units.

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Analysing sustainability changes in seaports: Experiences from the Gävle Port Authority

Cited by 34 publications

References 33 publications

The ‘3CE2CE’ Framework—Change Management Towards a Circular Economy: Opportunities for Agribusiness

The ‘3CE2CE’ Framework—Change Management Towards a Circular Economy: Opportunities for Agribusiness

Barriers of social sustainability: an improved interpretive structural model of Indian textile and clothing supply chain

Port Authority of Cartagena: Evidence of a Sustainability Balanced Scorecard

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